Kyle Hawke, an MBA colleague at Darden, has just gone live with the platform for the company he founded – the very cool Whinot.com, which, “Provides a crowdsourcing process and web platform for SMB’s to identify and reward only realizable solutions to their operational and organizational issues. Whinot also provides a marketplace for freelance consultants to sell or share existing solutions and find consulting opportunities.”

To celebrate his launch, I’m republishing (with his permission), a well-thought out (and crowdsourced!) blog post Kyle had earlier this month on “The Top 5 Questions that Kill Innovation.” His blog post is the section between ***** below:

1) “Did you get management approval?” This came up a variety of ways, but the main point is that the organization itself (or the people leading it) can kill an innovation. One good example of this is organizations which (unintentionally or not) lead innovators to have a sense of fear of failure.

2) “How much does it cost?” or “Will it make money?” For even the best project managers, it is nearly impossible to accurately assign financial metrics such as ROI or NPV to an innovation. For some innovation, especially for breakthrough (rather than incremental) innovations, you have to ask yourself how heavily should these SWAGs should be weighted in the decision.

3) “How long will it take?” Certain industries and certain innovations require a long, laborious road to market. Industry certification or government regulation may slow down this process. For the innovation owner or other stakeholders involved, stalled progress or lack of momentum can be demotivating. Communication of regular status updates should be the norm during this period.

4) “Can I get it in writing?” Too often, putting something “in writing”, just makes it easier to “file away.” But when something is put in writing, it should be done with brevity and concision. It should fit on one page. A recent blog post on ReadWriteWeb.com reiterated this same point as it relates to business plans.

5) “Do we have the bandwidth?” There may be a variety of resource constraints (e.g. human, capital) preventing an organization from pursuing every opportunity that comes its way. That’s fine. But the key is to achieve a well-balanced portfolio of projects – some easy, some harder, some incremental, some breakthrough. If a must-have project comes along, consider alleviating the constraint by pursuing it in an open manner – through an external partnership, through acquisition rather than organic growth, or through the use of contract/freelance labor rather than full-time employees.

Throughout the discussions, I had my virtual hand slapped for thinking about this question with negative overtones (e.g. killing innovation rather than promoting it). These points are well-taken. And they lead to the final, most important point that was voiced by several people in the discussions:

No matter what the question, it is up to the innovation owner to be ready and able to answer them – clearly, concisely and effectively. Organizational change does not come easy and it does not come cheap. A strong and convincing owner is just as important as the innovation itself.